For all managers making a leadership transition, it is critical to engage with the new role rapidly to permit a seamless changeover and to ensure that staff remain engaged and focused. This handy guide provides you with the structure and guidance you need to minimise disruption and maximise performance during the crucial first 100 days.
Written by Peter Fischer, an industrial psychologist and psychotherapist, the book provides you with tried and tested models and self-assessment techniques which allow you to manage expectations, build key relationships and drive through change during your first three months in charge.
The first part of the book deals with the common problems faced by new managers in the early days of a new post, shows the right questions to ask and also provides really helpful advice on issues such as how to deal with a disappointed contender.
The second part of the book looks at the problems faced by new appointees in different scenarios, including: internal promotion; external hire; big predecessor and little successor, the young high-potential manager and the overseas assignment.
If you are a new manager, no matter the circumstances of your appointment, this book identifies all the problems you are likely to face, shows you how to deal with them, and allows you to hit the ground running in your new role.
Peter Fischer is an industrial psychologist and psychotherapist. He is the founder of FGi and for more then 15 years has supported senior executives in taking over new assignments, in change processes and in personal transitions. He has extensive experience in the implementation of performance management systems and has directed numerous cultural change projects.
Chapter - 00: Introduction: Dos and don'ts of successful leadership transitions;
Section - ONE: The seven building blocks of successful leadership transition;
Chapter - 01: Building Block 1: Managing expectations proactively;
Chapter - 02: Building Block 2: Developing the key relationships;
Chapter - 03: Building Block 3: Constructively analysing the initial situation ;
Chapter - 04: Building Block 4: Establishing a set of motivating goals;
Chapter - 05: Building Block 5: Fostering a positive climate for change;
Chapter - 06: Building Block 6: Initiating changes effectively;
Chapter - 07: Building Block 7: Using symbols and rituals;
Section - TWO: Seven case studies illustrating successful leadership transition;
Chapter - 08: Case Study 1: The internal promotion;
Chapter - 09: Case Study 2: Entrepreneur wanted: the external candidate;
Chapter - 10: Case Study 3: The big predecessor and the little successor;
Chapter - 11: Case Study 4: The young high-potential manager;
Chapter - 12: Case Study 5: The long-drawn-out start;
Chapter - 13: Case Study 6: The assignment abroad;
Chapter - 14: Case Study 7: Learning at headquarters: the challenge to managers from foreign subsidiaries